MISSION:

The Lifecycle Management team supports the brands and business by managing the end-to-end lifecycle of the products, in line with the brand strategy, from initial conception, through maturity, until phase-out and disposal of discontinued products. It is the interface between business and supply chain.

KEY RESPONSIBILITIES:

Initiative sizing:

• Establish for each initiative the global potential for the launch (in $ and units), in alignment with CCO, Global/Trade Marketing and Division Finance + track and analyze deviations between reality and target + deploy action plan to close the gaps.
• Ensure MOQ for new initiatives are in line with each launch potential. Arbitrates with Division finance if compromises must be made versus the standard rules of coverage (cost vs cash approach)
• Set up with Planning Hub and Trade Marketing the targeted safety stock (SS) strategy according to supply lead-times and business opportunities. Revise the SS strategy after first sell-out results.

Launch monitoring:

• Track on a monthly basis launch Initiative (calendar) & communication of changes
• Manage commercial priorities (arbitrage) / early shipment request where required

Growth & Maturity monitoring:

• Create, maintain, and communicate the brand’s product catalogues

• Carry on annual analysis on brand portfolio (“portfolio management”)
• Monitor low forecast SKUs and propose catalogue to reduce complexification

PIPO / DISCO MANAGEMENT

• Develop the PIPO strategy to meet project financials and monitors performance vs this target
• Understand input from regional portfolio optimization and develops recommendation for discontinuation aligned with Brand strategy
• Guarantee all candidates to PIPO or DISCO are validated or rejected
• Ensure a target Disco Date is aligned with Trade Marketing (commercial BU) for validated PIPO / DISCO candidates
• Validate the best Disco / PIPO strategy after feedback from Planning Hub (effective disco date (potentially different then trade Marketing initial target) to minimize liabilities, returns and missed sales

Excess management (saleable & non-saleable):

• Manage excess stock from a Business POV: develop with commercial teams’ tactical action plan to deplete and structural avoidance action plan